ABSTRACT
Whether public sector and not-for-profit organizations should manage performance and rewards differently than private sector, for-profit organizations has always been the subject of considerable controversy. Should public and non-profit organizations emulate the strategies and programs used by the private sector or are there contextual differences that make it prudent for them to do things differently? It will be argued here that common principles apply across sectors but that custom strategies may need to be employed, owing to differences in the context within which both public sector and not-for-profit organizations must function.
